About Us

About Rawlins Infra Consult

Trusted Advisor. Value. Experience.

Rawlins Infra Consult has proven to be a trusted advisor to transportation agencies nationwide. We provide real value through tangible results. We create sustainable high-performance leadership and management strategies, focusing on organizational culture to develop tailored solutions. Our applied knowledge and experience enables our customers to improve all program delivery areas to meet their current and future transportation needs.

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Years of Combined Industry Experience
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individual initiatives successfully completed nationwide
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Agencies Served And Counting
1 M+
in cost savings for clients through optimized program delivery
MEET THE TEAM

Meet the Experts at Rawlins Infra Consult

Our expert team at Rawlins Infra Consult delivers innovative solutions in transportation infrastructure and leadership. Meet the professionals driving our success.

The Cable Bridge, officially called the Ed Hendler Bridge and sometimes called the Intercity Bridge, spans the Columbia River between Pasco and Kennewick in southeastern Washington as State Route 397. It was constructed in 1978 and replaced the Pasco-Kennewick Bridge, an earlier span built in 1922 and demolished in 1990. The bridge is one of seven major bridge structures in the Tri-Cities area. The Blue Bridge (another Pasco/Kennewick bridge), the Interstate 182 Bridge that connects Pasco with Richland, the U.S. Highway 12 bridge over the Snake River (Pasco/Burbank), and three railroad bridges are the others. It was dedicated on September 8, 1978, and was the first major cable-stayed bridge to be built in the United States (and second-longest of its kind in the world at the time).[4][5] It was constructed almost entirely of prestressed concrete, beginning with the towers and followed by the bridge deck, which was cast in individual segments, raised up and secured to each other. The bridge was named after Ed Hendler, a Pasco, Washington insurance salesman, as well as the city's former mayor, who headed up the committee responsible for obtaining the funding for construction of the bridge. Hendler died in August 2001. A controversial feature of the bridge was added in 1998, when lights were added to illuminate the bridge at night. Many thought this was unnecessary and a waste of both electricity and money. During a power crisis in 2000, the lights were turned off, but they were turned on for one night to honor Hendler's passing. Now the lights are turned on at night, and turned off at 2 am. In March 2007, the old guard rail system on the bridge, which consisted of steel cables, was replaced with a more rigid system, consisting of steel rails bolted to the original system's mounts on the bridge deck.
INTEGRITY, INNOVATION, IMPACT

Our Core Values & Commitment

We are more than just advisors – we are partners in progress. Our commitment to excellence is built on delivering tailored solutions that not only meet the needs of today but anticipate the demands of tomorrow. With decades of experience working alongside DOTs nationwide, we combine deep industry knowledge with a collaborative approach to deliver sustainable results. Our value lies in the ability to transform challenges into opportunities, empowering organizations to lead with confidence and purpose.

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Our People
Our people are the heart of what we do. With diverse expertise and a shared passion for making a difference, the Rawlins team is dedicated to providing innovative, high-performance strategies. We invest in continuous learning and development to ensure our team stays ahead of industry trends, bringing the best solutions to the table for our clients.
Our Clients
We are proud to work with forward-thinking Departments of Transportation and transportation agencies across the country. Our clients trust us as valued advisors, relying on our experience and tailored approach to deliver results that enhance performance, improve program delivery, and ensure success on both a local and national scale.
Communities
We believe in giving back. Our commitment extends beyond the organizations we serve to the communities that benefit from better, more efficient transportation systems. We strive to create a positive impact by developing solutions that support sustainable growth and improve the quality of life for all.
Our Reach
Our reach spans across numerous states, making a meaningful impact on transportation programs nationwide. From urban to rural regions, Rawlins Infra Consult has built a reputation for delivering strategic insights and hands-on solutions that drive long-term success. Our extensive experience allows us to adapt to the unique needs of each state, ensuring that every project we touch delivers tangible results.
Our Impact
We measure our success by the lasting impact we create. Whether it’s enhancing operational efficiency, fostering leadership development, or improving transportation infrastructure, Rawlins Infra Consult is committed to making a difference. Our work leads to real-world results, transforming organizations and helping them achieve their goals in an ever-changing environment.

Ready to Take Your Organization to the Next Level?

Rawlins Infra Consult has the expertise and experience to drive your organization’s success. Our tailored solutions and strategic approach help transportation agencies nationwide improve performance and meet evolving transportation challenges.

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Rawlins Infra Consult has proven to be a trusted advisor to transportation agencies nationwide. Our applied knowledge and experience enables our customers to improve all program delivery areas to meet their current and future transportation needs.

Address
500 Damonte Ranch Parkway, #980
Reno, NV 89521
Hours
Monday - Friday
7 am - 4 pm (PST)
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scott rawlins

Scott Rawlins, P.E.

Owner
Transportation Programs
Nevada

Background

Scott has over 33 years in the Transportation industry experience. He has helped DOT’s from around the country in improving their overall program delivery and organizational design. He also spent a career with the State of Nevada Department of Transportation.

He had responsibility for the daily operations of the Department, as the
Deputy Director and Chief Engineer, which had over 1800 employees and an annual budget over $1 Billion.

Achievements

He was the driver in the development of key programs and was responsible for the strategic direction of those programs, such as:

  • A state Transportation Asset Management Plan that incorporated performance metrics and sought efficiency opportunities for delivering maintenance activities.
  • Fleet Optimization program to preserve, refurbish and rebuild the 2,700 pieces of equipment.
  • A Strategic Data Plan that developed a centralized data repository and management system for asset inventories, and a plan to integrate data sets for assessment of current conditions and performance.
  • 5-Year program of projects that created a systematic approach to program development.
  • The Pioneer Program that focused on Public-Private Partnerships and alternative delivery methods such as Design-Build and Construction Manager/ General Contractor.
  • Project Management Program based on matrix management.
  • Integrated Transportation Reliability Program focused on the proactive operation of the transportation system.

From planning, design, construction, operations and maintenance, Scott maneuvered the department through federal, state, and local regulations and politics.

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paul steinman

Paul Steinman, P.E.

Construction Programs
North Carolina

Background

Paul brings more than 34 years of Transportation Industry experience. He has a diverse background in executive leadership having served in three different transportation departments, including Michigan, Florida, and Idaho. Each department varied greatly with respect to financial capacities, geography, size, and political dynamics.

Achievements

He delivered a wide range of projects, including P3’s, alternative delivery contracts, and a managed lanes program. During his tenure as part of the executive leadership within transportation departments, he has worked to create targeted initiatives that could be communicated to all levels of the organization. His plans empowered employees to embrace accountability and achieve initiatives, which, in turn, enabled the department to exceed expectations for those customers whom they serve.

As part of the consulting sector for the past five years, he has served as project manager for the NCDOT Strategic Services contract, providing leadership on the optimization of the preconstruction process for delivering the capital work program within North Carolina. Paul provided executive counsel to the Tennessee Department of Transportation and lead the initiative to complete an organizational optimization department-wide.

The goal of this effort was to reduce middle management within TDOT, push decision making to the lowest appropriate level, and use the salary savings to provide market-based salary increases to department staff. Paul assisted the TDOT Executive Team in the development of a 5-Year Work Program that reimagined how TDOT could create a fiscally constrained capital work program with a focus on the stewardship of a project’s scope, schedule, budget, risk, and quality.

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paul schneider

Paul Schneider, P.E.

Federal Programs
Nevada

Background

Paul brings over 39 years of Transportation Industry experience. Most recently, Paul was an executive in the FHWA California Division Office where he partnered with Caltrans, the eighteen Metropolitan Planning Organizations and hundreds of local governments in delivering the $5.6 billion Federal-aid Program.

Paul provided leadership and guidance to a professional staff responsible for strategic planning, risk-based stewardship and oversight, performance management, financial management, transportation planning, environment, right-of-way, design, construction, civil rights, safety, operations, ITS, structures, asset management, local programs, and contract administration.

Achievements

Within the Division, Paul established an annual Strategic Planning Process that resulted in all levels of the Division identifying and completing actions that consistently and effectively contributed to achieving Division and FHWA corporate goals and objectives. Also, he led the development of a Caltrans’ Local Program risk-based oversight process that results in Caltrans identifying improvements to procedures manuals and policies, and training needs, and leads to the implementation of innovative processes and technologies throughout the State.

During his tenure, Paul worked closely with Caltrans Executive Leadership to resolve high-profile issues related to Tunnel Critical Findings, Right-of-Way Acquisition, Bridge Load Ratings, Truck Size and Weight, Financial Management and Local Programs.